Our customers tell us how they succeeded in achieving their desired change.

What was the result?

Efficiency had already begun to rise dramatically before the training with Strandska was completed, mostly because the leaders began to collaborate more effectively, solve challenges together and act as a management team. Work satisfaction, motivation and participation in each shift type are greatly improved. Coaching leadership has become a more natural part of the leadership role of the shift leaders.


What was the background?

A constant work in a global production company such as SKF is to constantly improve efficiency due to global competition and untapped potential are believed to be human capital. The investments had traditionally focused on the machinery fleet, as they are easier to assess than HR investments.


What were the main challenges?

SKF thought that re-thinking between different types of shifts, lack of communication skills and limitations in the shifting culture and learning contributed to lower efficiency. The various team leaders also broke into their leadership skills in some difficult situations.


What arrangement did Strandska make?

The assignment consisted of adapting production management to a management training for 8 shift managers and the production manager who would directly influence the production results. The education had both the purpose of making the shift leaders a management group and giving the leaders the skills, especially in coaching, that are required to be able to develop and lead their shift strokes. The training was then carried out during 5 full days and 2 follow-up meetings with supervision and 4 individual coaching sessions for each shift leader.

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